Context can be stronger than reason and bad things are not only done by bad people, but very often, by ‘good people. GME 100 General and Professional Ethics This sounds quite scary because it implies that all of Us including me we are potential criminals. Sr Hala og :|Why do good people do bad things?Introduction Introduction lOver the next weeks, we will look at unethical decisions from various perspectives. (Over the next weeks, we will look at unethical decisions from various perspectives. 1. What philosophers thought about the issue, and how ideas about good and evil changed over the last centuries. 12. Introducing the concept of ethical blindness and discussion of some case studies to illustrate it 3, Some cases and zoom into one of the key elements of ethical blindness. The idea that we: develop our understanding of reality through. framing. Our frames can be too narrow to see the ethical dimension of a decision,Introduction lOver the next weeks, we will look at unethical decisions from various perspectives. Introduction (Over the next weeks, we will look at unethical decisions from various perspectives. ‘4, The power of strong contexts, another key element. It is important to understand how predators imposed by these context can remove ethical aspects from our radar screen. ‘With different shape between three types of context: the immediate situation the organizational context the overarching institutional context NoeIntroduction Introduction [Over the next weeks, we will look at unethical decisions from various perspective 8. What can be done, both in the individual level but also on the organizational level, to reduce the risk of ethical blindness,Alittle history of evil Week 1, video 2 Main goals hnephecp o rgt te* Siermntwcesoghrastgoetancnauss ‘The Premodern Perspective ‘The Premodern Perspective + Me peatn sn l dyplneaeThe oye Problem of er the Theo Problem ‘hee die tat ont together Cotte ene Sn end to Sutlering® - Modem SepticConclusion sstetaunin tonne ei Dilemma ~ How to make ethical decisions Week 1, video 3 Main goalsACrsis of Orientation Why do we need shared ules ofthe game? ‘The anewer of Davis HumeExample of Dilemma Situation ‘Yow are the lst manager for bg insurane ‘amouny Onererber your team, lates th sariut des of her daughter Anns he le ‘eure went down sharp Your own boss ae2dy told youthatit'shaming your carer you team Deciding in a Dilemma Stuation ncaa hart wen Vowcanypa mee egodsecsonancn lene? Decidingina Dilemma Situation Using our Reason amt upton faz aeKant’s Duty Ethies + Inara! fant us angele for mang + urety nis own word's allo ‘The Kantian Duty Ethics "Act only according to that maxim whereby YoU ‘can atthe sametme witht should Become ‘universal iw without eontacietion + ft mig senee what ana seve Hg IWetecamer ae forever + seamen nang becomes ale Ieoan for fate snc the rs ‘Reece ater or ot sors stage 7 ‘haovrageUtiltarian Ethics Creates benefit for the greatest number of people (Our Ethics Toolbox ‘The Point from NowhereIn-video Quiz Questions In-video Question 3‘The Emperor's New Clothes Main goals Inetoone ie mans cst eth Justa fairy tale? + sum sf rbrere nde’ tempers + Gateneny ey cafe serene Cee ti emer Justa fairy tale?‘The atmosphere of the kingdom ‘The frame of vanity 1 Ses ens 9S tasen eet ‘The power of frames‘The prime minister nese eae ‘The litle boy Being in a bubble Theor sen ee aed and base‘The power of context over reason Lessons learnt about «normal organizations» + hee phenome esting anton endcan euponrtcunsont s h gs Conclusion ‘etm ye In-video Quiz QuestionsIn-video Question 2 The Story of the Ford Pinto Week 2, video 3 Main goals‘The gas tank problem of the Ford Pinto Cost-Benefit Analysis at Ford natal zero een aren ine? 22 s00tnovehlenx28 Wohehce= 297 milo USD 220 ree eens 200009 dea + POS sera eben Boo te ERIS ar ao ba The vietims of the Pinto fires “The ethical blindness ofthe call back teamie! abigsor fo vel. but wile! wor there, | ane eal an remember “voy sate ety ofthe pote andthe Standard operating procedures + Compre ela an eran ict team aed for ngs Peevere eaves wah ae Seailiy acheter yuctie eno tne ‘The power of frames etsnge nematan urate Ne ased ane ‘The pressure of the immediate situationThe role of the CEO atone ye eo 1 erga yw wae te pee Safty doesnt sells -the organizational context 1 eens trig go emer Crash test data analysis The institutional context + totagturintes geet ontewemcrgIngroup versus outgroup perception + Meneses atmachee Drivers do not care about safety Ford Pinto and ethical blindness + Steg speensteal surprises veatre + rane hy etc ou om tne Conclusion + Tteldetmnd npre done ad eel aes‘The Concept of Ethical Blindness rt and It Week 2, video 4 and 5 Main goals ‘The story of the bad apple ‘Rotors arenad rages + eae wonder pol oro es Setplomonracsete pnw nesagar? + Normal we ste peop ete hte 1 nmi mgt: ted ings doe by bed + Maca play nate pe.wile at dog i el ay eee, i fee! ay gut sei terwards, when Bean to elec o9 what ha ene has ehavr bento The concept of ethical blindness Context over reasonA reduced perception of reality The role of framing ‘The role of framing Rubin's VaseDuck/rabbit illusion ‘The self-referential microcosmos Three layers of context 1, Situational contextThe power of the situation 2. Organizational context ‘The power ofthe organizational context 3. Institutional context‘The power ofthe institutional context back to ethical blindness + tatblngesscan ae undead atthe rena of Weontnaltcesconngto he ove eferent ‘see ay aunty Conclusion + ond es cn dated ing wot bg ret In-video Quiz QuestionsIn-tdeo question 1 eal nner Invideo Question 2 thla bindnes part